EmployeeEngagement

Survey

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WhatisEmployeeEngagement
Satisfaction is inadequate, Engagement goes beyond satisfying employees

Engaged
g g = Satisfied + Emotionally = Productive
Employee connected
5 5
R
Resulting
l i iinto

Rationally
Emotionally
S i fi d
Satisfied Higher
Hi h performance
f
Satisfied Advocacy
Better customer satisfaction
Loyalty
Better safety levels
Less unplanned leave

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ImpactofEmployeeEngagement
p p y g g
Employeeengagementaccountsfor43%ofobservedperformance
improvement.
~CorporateLeadershipCouncil,2004EmployeeEngagementStudy

Fullyengagedemployeesproduce3timesmorereturnoninvestmentthan
Fully engaged employees produce 3 times more return on investment than
averageemployees.
~WatsonWyattstudy

Engagedemployeesare20timesmorelikelytosaythecompanyisagood
placetowork.
~GallupEngagementstudy
G ll E d

3
How do we build Engagement
HowdowebuildEngagement
2 key factors

Workplace/Organization
Management Factors
ManagementFactors
Helpsmakeitabetter
place toworkin

Individual/Manager Helpsmakeitabetter
Management Factors
ManagementFactors
teamtoworkwith

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 OurEngagementStory
2006
Strategy
Old Wine in New Bottle e.g., Adopted Hewitt Model to put the
packaged into manuals etc.
Status of house in Order.
HR Photo frozen Policies Focus on Workplace/Org Factors
function No PMS
Impact
No standardization

2009
Strategy
To move over to Gallup Model of
Standardized Policies and Engagement which focuses on
Status of Processes Individual teams/ Manager Factors.
HR PMS Stabilized Provides
P id Scorecards
S d t
to each
h
function All tools in place Manager with 5 or more reportees.
Conducts action planning with teams

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Why Shift
BUSINESSOBJECTIVES

CUSTOMERCENTRICITY&PRODUCTIVITYMGMT.

BUILDINGANENGAGEDWORKPLACE

MANAGERIAL
ENTERPRISE
EFFECTIVENESS
ENABLERS
Understand Talent
Leadership
Organization enablers Q12 Set Expectations
People enablers Motivate
Talent Management
Hygiene factors Develop
RATIONAL SATISFACTION
Managing change
(Overall Satisfaction,
Advocacy y and Loyalty)
y y)

Shift the Focus of Engagement to the next level !

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 GallupModel
p
EngagementHierarchy ConditionsthatbuildGreatWorkplaces

How Opportunitiestolearnandgrow
pp g
How Progressinlastsixmonths
Growth can
canwe
we
grow?
grow? Ihaveabestfriendatwork
Coworkerscommittedtoquality
Teamworkk DoIbelong? Mission/purposeofcompany
Mi i / f
Atwork,myopinionsseemtocount

Someoneatworkencouragesmydevelopment
Management Supervisor/someoneatworkcares
Supervisor/someone at work cares
Support WhatdoIgive? Recognitionlastsevendays
DowhatIdobesteveryday

IhavematerialsandequipmentIneedtodomy
Ih t i l d i tI dt d
Basic
WhatdoIget? workright
Needs
Iknowwhatisexpectedofmeatwork

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EngagementProcess
g g
PreWork
CollatingMasterlist
Collating Master list Branding&
Branding &
SchedulingDiscoveryInterviews Communication

Questionnaire
DiscoveryPhase DataCollection
development
May OnlineSurvey
(1st weekJune)
(Juneend)

ImplementationModule
TraintheManagerandImpact PresentationofFindings
Workshops (August)
AugustOnwards

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Incaseofanyquerypleasewriteto
HRforU@dalmiacement.com
THANK YOU
THANKYOU

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ANNEXURE

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OUR EMPLOYEE ENGAGEMENT PROGRESSION . . .

Drivers

Unrealistic Aspiration backed by

100% Conviction
79 Alignment

Enabling Processes
69
Strong Performance Metrics
61
58 CommunicationCommunication
Communication

Jun-06
Ju 06 Apr-07
p 0 Apr-08
p 08 Nov-08
o 08

Source: Hewitt Employee Engagement Scores

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